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I woke up a few days back to this unvarnished Amazon review for my book "When Attention Settles", and I am still trying to find a quiet way to process it (screenshot attached below): “I was sitting on my couch reading about Uncle John, and I had such a profound, aggressive breakthrough about how much mental energy I waste trying to manage and manipulate every single conversation that I literally stood up, walked out to my balcony, and threw my smartphone into the parking lot.

In professional life, we are taught to care deeply about outcomes. We measure performance through revenue, growth, delivery, targets, KPIs, client response, market reaction, and visible results. There is nothing inherently wrong with this. Organizations need direction, teams need goals, and leaders need some way to understand whether effort is producing meaningful progress. The problem begins when our relationship with outcomes becomes confused. We stop being responsible only

Leadership is often described through action. We admire leaders who make difficult decisions, solve problems quickly, and remain steady when circumstances become uncertain. These qualities matter, especially when other people depend on a leader’s judgment. Yet there is another quality of leadership that is quieter and more difficult to measure. It is the ability to carry significant responsibility without losing the capacity to notice the people around us. I have come to thin

For a long time, my relationship with words was a very private one. When I first began writing the observations that would eventually become When Attention Settles, they were simply small notes to myself. I was genuinely hesitant to share these thoughts publicly. To now see the book reach #44 in Spiritual Meditations in the US Kindle Store feels deeply humbling. My only hope was that it might offer a quiet space for a few fellow travelers. Knowing that it is reaching people,

Recently, I shared a story about a former colleague, Jeff Schmidt, whose leadership was defined by a quiet anticipation - an ability to pay such close attention to the people around him that he knew what they needed before they even asked. During my years at Bell Labs, I worked under a director named Victor Lawrence, who showed me a different, but equally powerful, version of attention. Victor was a renowned scientist carrying the immense responsibilities of a massive organiz